Glossary

This section provides explanation of some of the important words used in correlation with the MINCE Maturity Model.

term	explanation/additional information
Action Flavor	MINCE defines seven activities that form the basis upon which an organization will reach a higher MINCE Maturity Level.
Activities	One of the MINCE Levels. An organization operating al Level 1, the Activities-level, is pleasantly surprised if a result is accomplished.
adaptability	The capacity of organizations to absorb environmental (market) changes, i.e. the same as maturity. This sometimes also is calles change capacity.
Advisory Report	Description of options that the MINCE2 Foundation Board can select from in order to improve the accuracy and/or sustainability of the MINCE model.
Ambition Level	The Maturity Level that an organization is aiming for in order to increase its competitiveness.
aspect	Detail
assessment	This is one of the facets that OPM3 focuses on, where through the use of a tool, organizations can determine the state that their project maturity is in.
Basic Knowledge	This is one of the facets that PMMM focuses on.
beckoning perspective	An attractive future situation in the organization that is very appealing to its employees.
Benchmarking	This is (also) the name of a level used within PMMM, where the organization performs benchmarking on a continuous basis.
broadening	AF2 of the seven MINCE Action Flavors. Broadening is about accomplishing alignment between the actions and/or changes across the whole organization that is affected.
Bronze	The easiest way to measure the maturity of an organization using MINCE. See also: Silver and Gold
CCTA	Central Computer and Telecommunications Agency: the organization that a.o. set up the standards PRINCE2 and ITIL. It became part of the Office of Government Commerce (OGC) in 2000, which is still heavily involved with both of these standards.
chain	The word chain in MINCE refers to the full range of entities (organizations, individuals, government bodies etc.) that are in any way involved with regard to the products. Chain implies more than just the producing organizations. The word 'chain' also refers to others, such as the customer organizations and to the society.
Challenge	This is the name of a level used witn EFQM, which incorporates identification and champion organizational changes.
CMM	Capability Maturity Model: Maturity model, dedicated to software that is developed in organizations to support their daily work.
CMMI	Successor for the CMM model, focused on organizational development.
Committed	This is the name of a level used within EFQM, where the organization is at the beginning of the development.
Common Language	This is the name of a level used within PMMM, where the organization recognizes the importance of project management.
Common Processes	This is the name of a level used within PMMM, where the organization recognizes how processes need to be defined.
Continuous Improvement	This is the name of a level used within PMMM, where the organization undertakes action on the basis of benchmarking and the single methodology.
controlled environment	An environment that is kept under control in order to increase the accuracy with which its development can be predicted
controlled environment (MINCE)	The controlled environment does not change as a result of a force of nature. Instead, it is influenced (to a degree) as a consequence of management. The degree to which it is influenced can be accepted or it can be developed. MINCE improves organizational maturity by facilitating individual and group transformation.
controlled environment (PRINCE)	The PRINCE2 controlled environment specifically addresses the project management department and the way projects are undertaken.
Criteria	Five different views on MINCE maturity aspects that are taken into account from each of the six MINCE Towers.
Criterion	Singular of criteria
Culture	This is the name of a level used within EFQM, where the culture of excellence is embedded in employees.
Customer	The name of one of the MINCE Towers: An individual or customer organization purchasing products from the MINCE organization.
customer intimacy	(Treacy & Wiersema; 1995) One of three marketing perspectives. Customer intimacy implies full customer focus, instead of a product focus (product leadership) or price competition focus (operational excellence).
deepening	AF3 of the seven MINCE Action Flavors. Deepening describes the benefits of creating as many platforms as possible with which to lay down the findings and lessons learned.
Defined	This is the name of a level used within CMM, where certain processes are documented across the organization.
driver	Driver is an alternate term for motivation.
EFQM	Name for the model developed by the Europeann Foundation for Quality Management.
Employee Group	One of the groups with regard to MINCE measurements. The Employee Group contains all people working for the organization who are subjected to the MINCE process.
employee transformation	see: transformation.
enterprise	(Strikwerda) A (social) system of purposive and result-driven co-ordination of activities, undertaken by an organization.
environment	The complex of surrounding circumstances, conditions, or influences within which a thing is situated or developed. [wiki-info]
explicitation	AF7 of the seven MINCE Action Flavors. Explicitation is the way in which particular MINCE Goals are realized in a particular, practical manner.
facet	A perspective on the construction of a model.
flexibility	Characterized by a ready capability to adapt to new, different, or changing requirements.
function house	A function house is the combination of an organization chart with a: * specification of the distribution of responsibilities; * description of the communication channels * specification of the distributed tasks.
goal driven (methodology)	Activities that are based on the realization of predetermined goals.
Gold	A way to measure the maturity according to MINCE, based on internal expertise and interviews. See also: Bronze and Silver
improvement	This is one of the facets that OPM3 focuses on, where the organization identifies development areas on the basis of an assessment tool.
initial	This is the name of a leven used within CMM, where the (organizational) processes are totally absent.
Interaction	This is the name of a level used within EFQM, where interaction with other chain organizations takes place.
interrelating	AF6 of the seven MINCE Action Flavors. Interrelating in the MINCE perspective is about focusing all the activities associated with maturity development in the organization along the same lines
Intervision	Putting employees together in order to promote discussion about the difficulties they encounter in their line of work. The employees exchange their experiences and in that way the group develops (improved) solutions. There's nog manager involved, the group contains people who work together (they need not be in the same department, though). There's a coach sitting in with the group, helping the process.
Involvement	This is the name of a level used within EFQM, where there is a structured approach to identifying organizational strengths.
Key Process Areas	Key Process Areas define the way CMM considers the relations between levels and the situations found in organizations.
knowledge	Knowledge enables the Realization of a certain task through the selection, interpretation and understanding of available data and information, and the creation of (new) task-related information (Weggeman; 2000). Knowledge is one of the facets that OPM3 focuses on, where educational building blocks are provided.
Knowledge	The name of one of the MINCE Towers: the way the MINCE organization keeps track of, and makes use of the positive and negative findings that result from their practical experiences.
KPAs	see Key Process Areas
Leadership	The name of one of the MINCE Criteria, offering a perspective on the degree to which people within the organization are behaving like leaders, it is determined by looking out from one of the MINCE Towers.
learning organization	The organization is enhancing knowledge through the practical application of lessens learned and best practices.
lessons learned	Documented overview of the mistakes that should not be repeated and smart actions that are helpful in the future.
Level	The MINCE appreciation of competitiveness in relation to each of the combinations of Tower and Criterion.
limitative	Reducing the flexibility of organizations below the level that, given the acquired knowledge level, would have been possible.
Managed	This is the name of a level used within CMM, where the defined processes are targeted towards continuous improvement.
market	The world of commercial activity where goods and services are bought and sold.
market changes	Organic changes taking place in a market segment. In fact market changes imply changing environments.
market trend	see trend
maturity	The maturity of an organization indicates the ability of the organization to swiftly adjust in relation to changing environment (market) demands. An organization with a high maturity level is able to adapt quickly. An organization with a low maturity level is either unable to adapt or this takes great effort.
maturity level	The development stage of maturity. See maturity
method	A defined way that you use for dealing with business topics. (also see: technique
Methods & Techniques	The name of one of the MINCE Towers: Methods & Techniques is used by the MINCE organization in order to realize its policy.
mince	verb minced, mincing 1. To cut or shred something (especially meat) into very small pieces. 2. To restrain or soften the impact of (one's words, opinion, remarks, etc.) when addressing someone. Example: not one to mince his words. 1. usually derogatory To walk or speak with affected delicateness mincemeat Idiom: make mincemeat of someone or something colloq To destroy of defeat them or it thoroughly.
MINCE	Maturity Increments In Controlled Environments. The model that provides the basis upon which project oriented organizations are assisted in measuring their maturity level. It also provides suggestions as to how to improve that maturity level.
MINCE Group	One of the audiences with regard to MINCE measurements. The MINCE Group contains the qualified staff handling the actual MINCE maturity measurements and dealing with the day-to-day steering of the MINCE process.
MINCE Organization	The organization trying to improve iets Maturity Level, using MINCE. (also see: organization
model	A simplified projection of reality.
operational excellence	(Treacy & Wiersema; 1995) One out of three marketing perspectives. Operational excellence implies full efficiency focus, instead of a product focus (product leadership) or a customer focus (customer intimacy).
OPM3	An acronym for Organizational Project Management Maturity Model, a method that was developed under the stewardship of the Project Management Institute (PMI).
Optimizing	This is the name of a level used within CMM, where continuous improvement is established.
organic organization	Organic organizations are not accustomed to achieving results according to plans. Internal changes will not be triggered as a result of anticipating future requirements. Internal changes will overcome this type of organizations. (also see: project oriented organization
organization	(Strikwerda) The combination of people or companies, knowledge and funds, which in society is identified with the products and/or services that it produces and the routines and competences required in its context. Its function is: Production of products and services required by society and provision of an income for its participants.
organization transformation	see: transformation
organizational	The focus is on the organization.
Peer Group	One of the groups with regard to the MINCE measurements. The Peer Group is the group appreciating the outcomes of the organizational change process.
People	The name of one of the MINCE Towers: All people on the payroll of the MINCE organization.
Perspective	The five different views on MINCE maturity Criteria that might be considered. The five perspectives are located at each combination of a MINCE Tower and Level.
PMMM	Project Management Maturity Model, developed by Dr. Harold Kerzner.
policy	A guiding principle designed to influence decisions, actions etc. Typically, a policy designates a required process or procedure within an organization.
Policy	The name of one of the MINCE Criteria, offering the perspective on the degree to which the organization is behaving like a leader, considered for one of the MINCE Towers.
Preservation	AF4 of the seven MINCE Action Flavors. Preservation is about creating the ability to record knowledge and to be able to reproduce it so that mistakes do not reoccur and all good experiences are nurtured and re-used as often as possible.
Process Control	This is one of the facets that PMMM focuses on.
Process Definition	This is one of the facets that PMMM focuses on.
Process Improvement	This is one of the facets that PMMM focuses on.
Processes	One of the MINCE Levels. An organization operating at Level 2, the Process Level, is aware of the processes leading to completed products.
product leadership	(Treacy & Wiersema; 1995) One out of three marketing perspectives. Product leadership implies full product focus (creating the best product), instead of customer focus (customer intimacy) or a price competition focus (operational excellence).
programme	The sum or combination of the coherent projects and activities that are aimed to the realization of a strategic goal.
project	All the activities leading to predefined results, within conditions set, using a temporary project organization.
project leader	see: project manager
project manager	The person in charge of the project, responsible for resolving the day-to-day issues.
project maturity	see: maturity
project organization	A temporary organization, set up in order to realize a project.
project oriented	An approach through which changes in organizations are implemented, defining the required stages and conditions beforehand as far as possible, and implementing the change according to these definitions.
project oriented organization	Project oriented organizations are accustomed to achieving results according to predefined plans. They will typically carry out their internal changes in a controlled manner, determining in advance the time planning, budgettary constraints, quality requirements and scope.
project plan	Plan, describing the realization of a project.
project quality	The degree to which the project result meet (satisfy) the explicit and implicit customer's demands.
quality	The totality of features and characteristics of a product or service that impact upon its ability to satisfy stated or implied needs.
Quality (MINCE)	One of the MINCE Levels. An organization operating at this MINCE Level is publishing and explaining about the way they see future events in their category of activities.
Quality Process	The steering principle used to accomplish optimization between the effectiveness and efficiency of products, processes and organizations, in order to cut costs, reduce time required for implementation and live up to expectations.
quality products	Products that contribute to the effectiveness and efficiency of the process. The process in this respect can, for example, be the project realization.
Quickening	AF1 of the seven MINCE Action Flavors. Quickening addresses the fact that maturity increases ought not to take too much time, which is also preferably the case with organizational change implementation in general.
realization	The process of completing a task, project or programme.
Realization (MINCE)	The name of one of the MINCE Towers: the realization of project driven tasks by the MINCE organization at the request of the customer organization.
Repeatable	This is the name of a level used within 'CMM, where certain processes are implemented and studied.
Report	Description of the decision the MINCE2 Foundation Board is requested to take in order to solve an internal MINCE2 Foundation issue.
requirements	Characteristics that identify the accomplishment levels needed to achieve specific objectives for a given set of conditions.
role	A role is a set of connected behaviors, rights and obligations. It is mostly defined as an expected behavior in a given individual social status and social position.
scope	The whole silhouette of what a project is to produce with regards to products and services.
Silver	A way to measure the maturity of an organization according to MINCE, based on hired expertise and interviews. See also: Bronze and Gold
Singular Methodology	This is the name of a level used within PMMM, where the organization recognizes the synergistic effect of combining different methodologies into a single one.
skill	A skill is an ability, usually learned and acquired through training, to perform actions which achieve a desired outcome.
SMART	This five letter acronym SMART is used in conjunction with goal definitions in order to indicate: * Specific: The goal is individual and can be specified; * Measurable: Defined conditions indicate when the goal is accomplished; * Acceptable: The stakeholders and/or the management accept the goal (sometimes, Attractive is used with this letter A); * Realistic: It can indeed be accomplished; * Time related: Indicates in what time the goal is to be accomplished.
smart solutions	Solutions taking into account the perspective of dealing with the ever-changing environment.
Staff	The name of one of the MINCE Criteria, offering the perspective on the way in which the organization deals with staff matters, considered for one of the MINCE Towers
Supply Chain	One of the MINCE Levels. If an organization is at MINCE Level 4, Supply Chain, it also interacts with suppliers and customers in the chain.
Supporting Services	The name of one of the MINCE Towers: The way the MINCE organization supports the realization of products and/or the delivery of services on behalf of the customer organization.
Systems	One of the MINCE Levels. An organization operating at Level 3, the Systems-level, has the activities and processes in place and, on top of that, has developed a set of standard means to be used.
Tailoring	AF5 of the seven MINCE Action Flavors. Tailoring recognizes the fact that the same message requires a different approach for the different audiences being addressed.
Target Group	One of the groups with regard to the MINCE measurements. The Target Group is the group initiating and responsible at board level for the MINCE process.
technique	A technique is the prepared way with which you bring the method into practice.
Tower	Each of the six MINCE Towers represents crucial organizational aspects that correlate to organizational maturity.
transformation	Transformation occurs as soon as the creation, distribution and utilization of knowledge are considered beneficial to and by both the organization and the employee.
trend	General tendency or direction in wthe development of a market or industry.
unleashing	Setting free the 'secret weapon of the organization.
value chain	The series of organizations that are connected to each other as customers, suppliers and service providers.
values	Personal values evolve from experiences with the external world and can change over time. Members share a culture, even if each member's personal values to not entirely agree with some normative values sanctioned in the culture.